Mental Health Awareness | Workplace Mental Health Institute

Online Mental Health Training for the Workplace

14/06/2026

A manager notices a high performer withdrawing in team meetings, missing deadlines and taking more sick days. They want to help, but they are unsure what to say, what questions to ask, or where their responsibility starts and ends. That is where online mental health training workplace programs stop being a nice-to-have and start becoming a business capability.

For many organisations, the old approach was awareness only. A webinar during Mental Health Month, a few posters, perhaps an EAP reminder. The problem is that awareness without skill rarely changes behaviour. Leaders still avoid conversations. Teams still miss early warning signs. Risks still escalate into absenteeism, conflict, turnover and psychological injury claims. Training needs to move people from recognition to response.

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Why online mental health training in the workplace matters now

Australian employers are operating in a very different risk environment than they were even a few years ago. Psychosocial hazards are now firmly on the executive agenda. Fatigue, bullying, trauma exposure, high job demands, poor support, role ambiguity and remote work pressures all affect performance as well as wellbeing. When these issues are left unmanaged, the commercial consequences are obvious. Productivity slips, leaders spend more time firefighting, and staff confidence in the organisation erodes.

Online delivery has changed what is possible. It allows organisations to build mental health capability at scale across locations, shift patterns and leadership levels. That matters for national employers, regional teams and businesses with hybrid or dispersed workforces. It also matters when consistency is a priority. Every manager should receive the same practical guidance on early intervention, supportive conversations, escalation pathways and psychologically safe leadership.

That said, online is not automatically effective. A slide deck with a quiz at the end is not a strategy. The value comes from well-designed training that is relevant to role, legally informed, behaviourally focused and easy to apply in real work settings.

What good online mental health training workplace programs actually do

The strongest programs do more than explain mental health concepts. They build capability that managers and employees can use the same day. For leaders, that often means learning how to notice changes in behaviour, start a conversation early, respond without overstepping, document concerns appropriately and connect staff with internal or external supports. For employees, it may mean understanding stress responses, boundaries, help-seeking, peer support and everyday actions that strengthen resilience.

Crucially, good training is grounded in workplace reality. A frontline supervisor in logistics has different pressures from a people leader in professional services. A school leader, healthcare manager or government team director may face trauma exposure, operational fatigue or complex stakeholder demands. Generic content tends to miss these differences, and when training feels generic, engagement drops.

Effective programs also recognise that confidence is often the missing ingredient. Many managers know they should check in with staff. Fewer feel confident doing it well. Training should close that gap with scenarios, examples, practice and clear language. When leaders know what to say and what not to say, they are far more likely to act early.

The business case is stronger than many organisations realise

There is still a tendency in some workplaces to frame mental health training as a culture initiative rather than a performance initiative. That is a mistake. The most useful lens is capability and risk management.

When managers are not trained, warning signs are missed, conversations are delayed and issues become more complex and costly. When teams do not understand psychosocial risks, harmful patterns can become normalised. The result is not only distress for individuals but operational drag for the business.

By contrast, targeted training can support lower absenteeism, stronger retention, better manager effectiveness and a more consistent approach to psychological safety. It can also strengthen compliance efforts by showing that the organisation is taking a proactive approach to education, prevention and response. Training alone is not enough, but it is a visible and practical part of a broader psychosocial risk strategy.

For executives and HR leaders, the question is less whether training is worth it and more whether the current approach is producing measurable change. If completion rates are high but confidence, behaviour and incident trends are unchanged, the program is not doing its job.

Where online training works best, and where it needs support

Online delivery has clear advantages. It is scalable, efficient and easier to roll out across multiple sites. Staff can complete modules without travel, and new leaders can be onboarded quickly. Self-paced formats also help when schedules are tight or when teams operate across time zones.

But there are trade-offs. Sensitive topics can feel harder to explore in a fully self-paced environment, particularly for leaders who need to practise difficult conversations. Some organisations get the best results from blended delivery: online modules for core knowledge, supported by live workshops, manager masterclasses or facilitated debriefs that turn theory into action.

It also depends on the objective. If the goal is broad foundational literacy across a large workforce, online learning can be highly effective. If the goal is to shift how senior leaders handle psychosocial hazards, lead after critical incidents or manage complex performance and wellbeing conversations, more interactive support is usually needed.

This is where many organisations underinvest. They purchase access to content but not the implementation support required to translate learning into workplace behaviour.

How to choose online mental health training for the workplace

A strong provider should be able to explain exactly what business problem the training solves. That might be low manager confidence, inconsistent responses to mental health concerns, rising psychosocial risk exposure, or a need for scalable capability across a national workforce. If the answer is vague, the outcomes will be vague too.

Look closely at the learning design. Does it focus on awareness alone, or does it teach practical response skills? Does it reflect Australian workplace obligations and psychosocial hazard expectations? Is the content credible, current and delivered by qualified specialists who understand both mental health and leadership? These details matter because workplace mental health sits at the intersection of people, performance and risk.

Measurement matters as well. Good programs should track more than attendance. Pre and post confidence scores, knowledge application, manager behaviour change, employee feedback and risk indicators all tell a more useful story. Organisations serious about ROI need evidence that training is lifting capability, not simply ticking a box.

Customisation is another differentiator. Off-the-shelf content may be enough for basic awareness, but employers dealing with trauma exposure, aggressive customers, high workload intensity or major organisational change often need examples and tools tailored to their environment. Training lands better when people can see their own workplace in it.

What implementation looks like in practice

The most successful programs are treated as part of business operations, not a side campaign. Senior leaders sponsor the work. Managers are told why it matters. HR and WHS teams align the training with policies, reporting pathways and support services. Employees understand how the learning connects to day-to-day expectations.

Timing also matters. Rolling out training during a major restructure, peak operational period or crisis can reduce uptake unless communication is handled carefully. On the other hand, those moments often make the need more urgent. It depends on whether the organisation is ready to support managers as they apply what they learn.

A practical rollout often starts with leaders and managers, because they shape team climate and early intervention. From there, employee programs can reinforce shared language, resilience skills and help-seeking pathways. Some organisations also benefit from targeted modules for high-risk roles or executive briefings on psychosocial governance.

At Workplace Mental Health Institute, this is the difference between education that sounds good and training that changes outcomes. The organisations that get traction are the ones that treat mental health capability as a leadership and risk priority, not a once-a-year initiative.

Online mental health training workplace results to look for

The right outcomes are both human and commercial. You want managers who step into conversations earlier, not later. You want employees who understand support pathways and feel safer raising concerns. You want clearer responses to psychosocial hazards, fewer preventable escalations and stronger confidence across the organisation.

Not every result appears overnight. Culture shifts take time, and psychological safety is built through repeated action. But some indicators should move quickly, especially manager confidence, quality of conversations and engagement with support options. If nothing changes after training, the issue is usually not that mental health is too hard to influence. It is that the program was not practical enough, relevant enough or supported well enough.

The organisations doing this well are not chasing performative wellbeing. They are building workplaces where people can perform, recover, contribute and speak up without fear. That is good for compliance, good for culture and good for business.

The real opportunity is not simply to put training online. It is to build a workforce that knows how to respond well when pressure shows up at work, because it always does.

Young Workers Aren’t Lazy. They’re Burning Out

22/04/2026

There’s a quiet moment happening across workplaces right now.

Not the dramatic resignation.
Not the viral “I quit” post.

It’s the moment someone opens their laptop… and already feels behind.

No energy. No urgency. Just a steady pressure that never really switches off.

Left alone, that pressure builds. And for many young workers, burnout isn’t occasional anymore. It’s starting to feel like the baseline.

The data is hard to ignore

Workplace research shows a clear generational gap.

Around 72% of Gen Z and 77% of Millennials report at least one burnout symptom. For baby boomers, it’s closer to 38%. Only 45% of Gen Z rate their wellbeing as above average, compared to 84% of boomers.

You can debate the reasons. The pattern is harder to dismiss.

Younger employees aren’t entering the workforce energised. Many are arriving already depleted.

A moment that stuck

A few months ago, I spoke with a manager about her team.

She mentioned a young employee. High performer. Reliable. The kind of person you don’t usually worry about.

Until something shifts.

It wasn’t dramatic. Just quieter. Less spark.

So she asked, “How are you, really?”

There was a pause. Then:

“I’m tired. Not just today. All the time.”

And then:

“I feel like no matter how much I do, it’s never enough. And I don’t even know what ‘enough’ looks like.”

That’s not someone disengaging. That’s someone who still cares, but is running out of capacity.

And it’s not rare.

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What’s actually driving it

This isn’t about a weaker generation. It’s about a heavier load.

1. The pressure to prove yourself quickly

Many young workers started their careers during disruption.

There’s an underlying sense of being replaceable. When that’s the baseline, everything feels urgent.

More than half of workers say job insecurity significantly increases stress. So people don’t just work. They stretch themselves to feel safe.

2. The cost of living squeeze

Housing costs are high. Everyday expenses keep rising. Wages haven’t kept pace.

For many, work isn’t building a future. It’s maintaining the present.

That creates a loop. Push harder, still feel behind, push again. No real progress.

3. Work no longer has clear edges

The workday doesn’t end cleanly.

Messages, notifications, constant updates. Career comparison is always on.

Even when you’re doing well, it rarely feels like enough.

4. Expectations have shifted. Systems haven’t

Younger workers expect more than a pay cheque. They want meaning, flexibility, and a life outside work.

Most workplaces weren’t designed with that in mind.

So tension builds. High expectations for purpose inside systems still focused on output above everything else.

That gap drains people.

This isn’t disengagement. It’s misalignment

It’s easy to frame this as a motivation issue.

It isn’t.

Young workers aren’t rejecting work. They’re responding to work that doesn’t feel sustainable or meaningful.

When effort doesn’t lead to progress
When loyalty doesn’t create security
When flexibility still means being always available

Burnout stops being surprising. It becomes expected.

What actually helps

Perks won’t solve this. This comes down to how work is designed.

Make support tangible

Only a small portion of employees feel genuinely supported by wellbeing initiatives.

Support looks like manageable workloads. Clear priorities. Leaders who don’t reward overwork as commitment.

Restore clarity

Uncertainty wears people down quickly.

Clear expectations. Transparent decisions. A visible path forward.

People can handle pressure. What they struggle with is ambiguity.

Set boundaries that hold

If everything is urgent, nothing is.

Leaders need to define what “off” actually means. Otherwise, people stay on by default.

Rebuild connection

As flexibility increases, isolation often follows.

Regular check-ins. Mentorship. Conversations beyond tasks.

These aren’t extras. They’re what keep people grounded.

The bottom line

That manager shared something else.

Nothing about the role had changed.
The workload hadn’t suddenly increased.

But the experience of work had.

That’s what many organisations miss.

Young workers aren’t burning out because they can’t handle work.

They’re burning out because the current way of working takes more than it gives back.

Call it a motivation issue if you want.

Or recognise it for what it is:

A signal that the system hasn’t caught up.

At WMHI, we turn burnout insights into practical change. We help leaders embed support into everyday work, not just policies, so teams can perform without burning out.

Because awareness doesn’t change outcomes. What you implement does.

The Quiet Burden That’s Not in Your Job Description

22/09/2025

Ever knocked off work, sat in traffic, and thought, Why am I this wrecked? You didn’t stay late. You didn’t even have a major deadline. Yet you feel like you’ve run a marathon.

Chances are, you’ve been carrying invisible work.

Not the big-ticket projects that everyone expects to be tiring. It’s the smaller stuff. The side jobs. The emotional glue. The endless “little things” that keep teams afloat but rarely get a mention.

Like being the one who always writes up the meeting notes. Or the go-to person when someone needs a debrief after a tough call. Or the safe pair of hands people rope in to tidy up the client pitch before it goes out. None of it’s on your job description. But if you stopped? You’d hear about it quick smart.

The Weight That Creeps Up on You

Picture this. It’s 9:30am, and before you’ve even touched your own list, a few “quick ones” come flying your way:

“Can you fix the PowerPoint slides?”

“Mind walking me through the meeting notes?”

“Could you give this draft a polish before the client sees it?”

On their own, no big deal. So you say yes. But by lunchtime, you’ve chipped away half your focus. By mid-arvo, your real work is still waiting — and your energy’s gone.

That’s the trap. Invisible work doesn’t come crashing down in one go. It trickles in. It lingers. And because it never makes it into a report or KPI, no one’s keeping score.

Meanwhile, the “big wins” get celebrated with cake, speeches, or a pat on the back. But those small favours that kept the wheels turning? They disappear into thin air. Except for the person doing them.

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Why Leaders Often Miss It

It’s not that managers don’t care. Most just don’t see it. Work usually gets measured in deadlines, deliverables, numbers. Invisible work doesn’t leave a tidy paper trail. Unless someone names it, it flies under the radar.

And here’s the awkward bit: it feels trivial to call it out. Saying “I’m over being the one fixing the formatting” doesn’t sound nearly as serious as “I’m buried in projects.” So people bite their tongue — until it builds up into burnout, resentment, or someone quietly checking out.

Where Mental Health Fits In

This is why workplace wellbeing has to dig deeper than fruit bowls and lunchtime yoga. It’s about recognising those unseen drains — the constant interruptions, the emotional labour, the glue work that keeps things ticking.

Good mental health training gives staff a way to talk about it: “This matters too.” And it gives leaders sharper questions to ask: “What’s weighing on you that doesn’t show up in the reports?”

These small conversations can be the difference between someone thriving, or burning out in silence.

Sharing the Load

Invisible work won’t vanish. Every team needs people willing to chip in and pull their weight beyond the basics. But it doesn’t need to land on the same shoulders every time. And it certainly doesn’t need to go unnoticed.

Some practical shifts:

Rotate the small jobs so they’re shared around.
Call out unseen effort when you spot it.
Adjust expectations if someone’s clearly carrying more than their share.

Recognition doesn’t need bells and whistles. Even a quick, “Thanks for picking that up” makes the load lighter.

Why It’s Worth Seeing

On paper, invisible work looks minor. But in reality, it shapes whether people feel valued or invisible themselves. Ignore it long enough and good people switch off — mentally or literally.

But when workplaces make the effort to see it, share it, and respect it, that invisible work transforms from a hidden burden into a shared strength. And that’s when people stick around, chip in, and feel proud of what they bring to the table.

Author: Peter Diaz

Peter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

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The Real Cost of Poor Leadership in Workplaces

10/09/2025

I once worked under a manager who made every day feel harder than it needed to be. The job itself wasn’t the problem — it was the way he showed up. Tense. Snappy. Quick to point out the smallest mistake. By Friday, the whole team looked like we’d been slogging through mud all week.

That’s the real cost of poor leadership. You don’t always see it in reports or profit margins. You see it in people heading home completely drained. In smart ideas that never make it to the table. And in good staff who quietly start polishing up their CVs.

What the Numbers Don’t Tell You

Every workplace talks about results. Revenue. Sales targets. Deadlines. Those matter, of course.

But they don’t tell you what it feels like to sit through a meeting where no one dares to speak up. Or to spend your weekend already dreading Monday because of the tone set by your boss.

You can’t measure the way trust disappears. But you can sense it if you’re paying attention.

When Burnout Sneaks Up

Burnout doesn’t usually arrive with flashing lights. It creeps in. Someone skips lunch. Another starts replying to emails at midnight. The office chat gets quieter. Before long, you’ve got a team running on fumes.

The work still gets done — until suddenly it doesn’t. Sick days go up. Mistakes pile up. And more often than not, it’s the reliable people, the ones you thought would hold the place together, who hit breaking point first.

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Why People Really Leave

Over the years, I’ve asked plenty of people why they left their jobs. Very few said money. Most said something like, “I just couldn’t deal with my boss anymore.”

When someone leaves, it costs more than just a hiring fee. You lose trust. You lose relationships with clients. You lose that sense of stability that holds a team together. And when one person goes, others often start wondering if they should too.

The Ideas That Never Surface

Here’s something you’ll never see on a balance sheet: the ideas that never get spoken. I once heard someone say, “I knew how to fix it, but why bother? The boss won’t listen.” That’s not laziness. That’s self-protection.

Multiply that across a whole team, and innovation doesn’t disappear with a bang. It disappears with silence.

Managers’ Mental Health Matters Too

It’s easy to point the finger at “bad bosses.” But often, managers are struggling themselves. They’re overloaded, under pressure, and short on support. And when a manager is running on empty, the team feels it.

Managers’ mental health doesn’t get talked about nearly enough — but it’s central to how a workplace runs. A burnt-out leader can’t create a thriving team. They pass their stress down the line, usually without even knowing it.

Supporting managers isn’t just the kind thing to do. It’s the practical way to stop the cycle.

The Real Cost and the Alternative

The hidden price of bad leadership isn’t just financial. It’s the flat look on people’s faces at 3 p.m. It’s the good staff you lose. It’s the bright spark that could have driven innovation, but never got a chance.

The good news? When leaders are trained, supported, and healthy themselves, everything changes. Teams don’t just hit targets — they want to be there. They bring energy. They contribute ideas. They grow.

That’s why at the Workplace Mental Health Institute, we focus on both sides: building leaders’ skills and looking after their wellbeing. Mental health programs like Mental Health Essentials for Managers, Leadership Resilience, and Managing Psychosocial Safety give Australian leaders the tools to step up without burning out.

Because at the end of the day, leadership isn’t just about titles or KPIs. It’s about how people feel on the other side of your decisions.

Author: Peter Diaz

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Why Forced Positivity Could Be Breaking Your Team

21/08/2025

I was in a meeting once when someone mentioned burnout. You could feel the air change like everyone held their breath for a moment. Nobody spoke. Then someone chirped up with, “Let’s just focus on the positives!”

It was meant to lighten the mood. But the way people shifted in their seats, you could tell it didn’t really land. The silence that followed wasn’t relief. It was the kind of quiet that says, “We don’t talk about this here.”

I’ve seen it happen in plenty of workplaces. A team member admits they’re swamped, maybe even at breaking point, and instead of space to share, they get lines like:

“Just stay positive.”

“Count your blessings.”

“Others have it worse.”

They sound harmless, even kind. But sometimes they shut the door on real conversation. That’s when toxic positivity sneaks in.

What Is Toxic Positivity?

It’s that unspoken expectation to be upbeat, all the time, no matter what’s going on. In a workplace, it can look like:

“We don’t do negativity here.”

“Good vibes only.”

“Let’s not dwell on problems.”

A bit of positivity is healthy. But when it replaces empathy, it sends a message that some feelings don’t belong. People keep things to themselves. Stress builds up. Burnout follows.

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Why It’s a Mental Health Awareness Issue

A healthy workplace isn’t one where everyone says they’re “fine.” It’s one where you can be honest and know you won’t be judged or punished for it.

When staff feel like they can’t speak openly, trust takes a hit. Morale slips. Productivity goes with it. And eventually, good people leave not because they can’t do the job, but because the culture doesn’t feel safe.

That’s why smart organisations put time into mental health awareness programs, strong leadership training, and anti bullying training in the workplace. Toxic positivity might seem softer than workplace bullying, but both can leave people feeling silenced.

What Actually Helps

Positivity doesn’t need to disappear. It just needs to leave room for honesty too.

A few ways to start:

Listen first — sometimes that’s all they need.

Acknowledge feelings — a simple “That sounds tough” can help.

Make openness normal — it’s not weakness to admit you’re struggling.

Train managers — so they spot the signs early and respond with care.

Create safe channels — regular check-ins, policies, and training that show it’s okay to speak up.

It’s Not About Being Negative

At the Workplace Mental Health Institute, we’ve seen the change that happens when teams move away from forced cheerfulness and towards genuine care.

It’s not about inviting negativity. It’s about making room for the truth. That’s how trust grows. That’s how teams stay engaged.

Our programs — from Mental Health Essentials to anti bullying training in the workplace — are built to help leaders and teams create respectful, supportive environments where people can bring their real selves to work.

Because if your team can talk about the hard stuff? They can handle just about anything together.

Author: Peter Diaz

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Why Good People Leave Without Making a Fuss

04/08/2025

Sometimes, your best worker just calls you in for a quick chat.

No problems raised. No obvious tension. Just a quiet “Thanks for everything—I’ve decided to move on.”

And you sit there wondering,

“Since when?”

Truth is, top performers rarely kick up a stink. They put their head down, get things done, and help others stay on track. They don’t shout when something’s off—they just slowly stop showing up in the same way. Not physically, but emotionally.

And by the time you notice, they’re already halfway out the door.

It Doesn’t Come Out of Nowhere

It’s rarely about one big thing. Usually, it builds up over time.

One day, they’re not as chatty. They say less in meetings. They start declining invites. No one thinks much of it—they’re just “busy” or “a bit quiet lately.”

But in their mind, they’re already weighing up their next move.

And if no one checks in, they’ll take it.

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Money Isn’t Always the Dealbreaker

A pay rise might tempt someone to leave. But it’s often not the root cause.

More often, it’s that feeling of being overlooked. Of doing the hard yards and wondering if anyone even notices. Or being stuck doing the same thing, with no chance to stretch or grow.

Sometimes, it’s because they’re tired of cleaning up other people’s messes. Other times, it’s deeper—they just don’t feel like they fit anymore.

That’s where mental health awareness training can make a difference. Not as a box to tick, but as a tool to actually understand what your team needs—before you lose them.

The Real Loss Isn’t in the Job Title

You don’t just lose a role when someone leaves. You lose their insight. Their history with the company. The way they hold the team together behind the scenes.

You lose a sounding board. A calming presence. Someone who genuinely gave a damn.

And when they walk, others start thinking…

“If they’re going, should I be looking too?”

This is why culture matters more than ever. Having an anti-bullying course is great, but it’s not enough. What matters is whether people feel safe, supported, and respected—every day, not just during induction.

If You Want to Keep Them, Start Here

Forget gimmicks. Here’s what works:

Ask real questions.

Not the fluffy ones. Ask, “Is there something we’re not doing well?” or “What would make work better for you?”

Give them room.

If someone’s ready to take on more, let them. Let them mess it up a bit. That’s how people grow—and growth keeps people engaged.

Say thanks, and mean it.

Not just for smashing goals. For showing up with a good attitude. For staying late when no one asked. For keeping the mood up during tough weeks.

Address the hard stuff.

If someone isn’t pulling their weight, speak up. Staying silent sends the wrong message to the people who are showing up every day.

Look after their mental space.

Check in. Make time. Join in on the little things, like workplace chats or activities for mental health month. It shows you care, even when things are busy.

Make Work Somewhere They Want to Be

People don’t just leave for better jobs. They leave when they feel like no one’s paying attention.

But they stay when they’re challenged. When they’re trusted. When they feel like their work means something.

You don’t have to be perfect. Just real.

Maybe now’s the time to ask,

“How’s work feeling lately?”

And really listen.

Because once someone’s made their mind up, your chance to keep them has already passed.

Author: Peter Diaz

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The Quiet Shift Happening in Our Workplaces

23/07/2025

A while ago, I read a piece about this so-called “loneliness epidemic.” I didn’t think much of it at first. Just another buzzword, right?

But then I remembered someone I used to work with.

She showed up. Got her work done. Seemed fine. But over time, her energy started to dip. Her camera was off more often than not. She didn’t speak much in meetings. And then one afternoon, out of nowhere, she said, “I don’t think I’ve talked to anyone all week.”

It hit me. We were working in the same team — daily. And still, she felt that alone.

It made me wonder how many others are feeling that way too — and just aren’t saying it.

Loneliness Doesn’t Shout. It Slips In.

The thing about loneliness at work is that it doesn’t come with a big warning sign.

No one really says, “Hey, I’m feeling disconnected.” They just start to withdraw. Quietly.

They still show up. Still meet deadlines. But something’s missing — the spark, the motivation, the sense of belonging. And over time, it affects more than just morale. It shows up in productivity, engagement, even absenteeism.

In fact, we’re seeing more workplaces turn to burnout prevention strategies without realising that, sometimes, burnout starts with disconnection.

Some Workplaces Are Getting It Right

We’ve seen a shift lately. Employers are investing more in mental health training for managers. These aren’t just compliance sessions — they’re about helping leaders pick up on the quiet stuff. The changes in tone. The subtle signs someone’s struggling.

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It’s also become common to run corporate mental health training workshops, especially around Mental Health Month. These programs don’t just talk about anxiety or stress — they also encourage activities for mental health month that get people talking, connecting, sharing something beyond to-do lists.

More teams are also using employee wellbeing programs that go beyond fruit bowls and yoga apps. They’re creating space — even just a few minutes — for check-ins that feel real.

It Doesn’t Have To Be Big

If there’s one thing I’ve learned, it’s that you don’t need to be a psychologist to support your team’s mental health.

You just have to be willing to notice.

It’s saying, “How are you going, really?” and being okay with the answer taking longer than 10 seconds. It’s recognising that some people don’t need solutions — just someone who listens.

And if you’re a leader? Having access to a mental health awareness course or anxiety management course might not just help your team — it might help you, too.

Because loneliness might be quiet. But connection? That’s powerful.

Author: Peter Diaz

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Find & Unleash Your Voice

22/02/2022

The Never-Ending Search for Health and Agency at Work

When it comes to health in the workplace, most people immediately think of physical health, including preventing accidents, slips, falls, etc. However, research shows that worker´s mental health is just as important, if not more so, than their physical health.

For example, take an office worker who is supremely unhappy with their job. They’re so sad, in fact, that they become clinically depressed and have severe bouts of anxiety. They start showing up late, are disengaged on the job, and call in sick frequently. Some may even consider self-harm or harming their co-workers.

Most would agree this is an unhealthy situation. While physical health may be more readily observed, the fact is that employee´s mental health is just as vital to an organization as their physical health. The question then becomes; what can be done to improve the overall mental health of all employees?

There are of course, a number of different avenues to improving mental health, resilience and wellbeing. But one that is so often overlooked, but which is becoming ever so critical in the modern workplace, is the importance of Freedom of Expression.

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Freedom of Expression and the Mental Health Connection

In The Universal Declaration of Human Rights, Article 10 declares that the right to freedom of opinion and expression is one of the fundamental human rights. Indeed, it may be the most essential human right, as freedom of expression ties deeply into the human psyche.

But what, exactly, is freedom of expression, and why is it so crucial to a person’s mental health? The answer lies in the fact that, while an employee is under the organization’s auspices for whom they work, they are expected to do their work and be productive. However, they are still an autonomous individual with their own opinions, beliefs, and values.

Freedom of expression is the right to express those opinions, beliefs, and values without fear of reprisal, oppression, and censorship. However, the challenge for an employer is to balance an employee’s individual right to expression with the organization’s values, rules, and expectations.

Employees Do Not Have a Constitutional Right to Free Speech

One of the most surprising facts for many people is that, while on the job, freedom of speech laws of the outside world don’t always apply. Even though some may disagree, as an employee, the right to freedom of speech is relatively limited. For example, an employee who publicly says or writes something inflammatory about the company can face legal charges.

Of course, the average employee is never going to do anything of the sort. Many enjoy their job,but, without the freedom to express themselves, languish at their jobs while anxiety and depression take their toll. That’s a problem that has with nothing to do with free speech but rather an employee feeling that their voice, opinions, and ideas have no value.

Methods to Empower Freedom of Expression

Giving employees the ability to fully express their ideas and opinions on the job isn’t something that happens naturally for most organizations. Frankly, it’s ingrained into most workers that “rocking the boat” isn’t a good plan (especially if they want to remain employed).

In the industrial age, we had a very different approach to work. People who got hired to work on a factory line, exchanged their time and physical labor for money. There was no need nor expectation that they would have an input into the systems or procedures. But now, we are no longer in the industrial age. Times are very different.

In the current pandemic/post pandemic workplace, more and more employees are re-evaluating their work and lives, with many opting out of the workforce entirely (heard of the Great resignation?). Those who remain are demanding greater flexibility, greater collaboration, and greater opportunity to contribute their perspectives and ideas in the workplace. At the very least, to be our selves at work. Many workplaces too, are providing support for the ´whole person´, recognizing that as human beings, the personal does impact the professional and vice versa.

For that reason, an organization must make a point of allowing their employees to express their ideas, needs, wants, and any problems they’re having on the job. This is a key element of a psychologically safe workplace. More importantly, action has to be taken that proves their opinions and ideas are being taken seriously. Below are a few excellent methods to do that, including:

Show That Speaking Up is a Positive, Not a Negative

Allowing employees the regular opportunity to give feedback without fear of reprisal is one of the best methods of allowing them to express themselves. The truth is, speaking up takes courage. Getting valuable feedback when that happens can be an incredible ego booster that keeps an employee engaged, happy and productive.

Create a Culture of Feedback in the Workplace

A quick online search for the term “feedback” will reveal millions and millions of results. Why? Because humans love giving their feedback about anything and everything, especially when they feel that they have something to add to the conversation.

This holds true in the workplace as well, where it’s guaranteed that many employees would love to give their feedback about a wide variety of work-related topics. The key as an employer is to provide them with an open forum to do just that.

This requires much more than a simple “Suggestion Box” on the wall, it is about communicating that the feedback is heard, genuinely considered, and acted upon in one form or another.

When your organization has a culture of seeking feedback and taking action on it, the response from employees is highly positive. One reason may be that, by allowing unfettered feedback, an employer (or manager) showcases their humility. This, in turn, elevates the status of the team member who was seeking feedback. The result is a standard of psychological safety that doesn’t just allow for freedom of expression; it actively encourages that expression on behalf of all employees.

Look at Complaints and Grievances as Important Data

It’s easy to see complaints and grievances as nuisances, especially if they aren’t particularly true or correct. On the other hand, if you look at the information provided as data, you can often learn valuable information that, in the end, helps the organization.

Indeed, many a positive change has come from an employee expressing themself about a negative situation. Without freedom of expression in the workplace, these positive (and frequently profitable) changes would never occur.

Employee Agency and Mental Health Are Closely Tied Together

By ´agency´ we mean personal agency – the sense of confidence that staff member has that they can influence, and make an impact on their world – in this case, the workplace.

At the end of the day, an employee’s agency and mental health while on the job are closely related. One compliments the other, with more fulfilled, engaged, and productive employees as a result.

For these reasons, giving all employees a voice is vitally important to an organization’s success. Yes, limits and structure need to be put in place, but the resulting changes will contribute to a workplace where mental health issues are low, and satisfaction levels are high. That’s a win-win situation for all involved.

In short, when an organization allows its employees to unleash their voice, the entire organization benefits. In the never-ending search for health and agency, freedom of expression in the workplace is a proven, profitable solution.

Read the WorkLife Magazine – The Freedom to Express

How to Support Mental Health in the Workplace

29/07/2019

What you can now copy from the TOP companies like PWC and AMP on how they boost their employees’ Mental Health while improving Corporate Culture, Engagement and Profitability

Most management teams these days don’t need to be convinced that taking care of their team’s mental health is a good idea. But many managers don’t know where to start to support their employees. Here we show you what some top companies are doing in this important space, so you can copy and use what you need.

These companies recognise the importance of investing in their employees’ mental health.

According to the World Health Organisation (WHO), mental health disorders affect nearly one in four people each year. Depression, anxiety, and other psychiatric disorders are among the top causes of disability worldwide.¹

Since people tend to spend most of their working life at work, it follows that mental health issues affect all areas of a person’s life, including work.

WHO estimates the global cost of depression and anxiety at more than $1.2 trillion per year in lost productivity.² Left untreated, depression and other issues can affect absenteeism, productivity, and put workers at an increased risk of suicide. In short, having a reactive (or non-existent) approach to supporting mental health at work is eating up massive amounts of profits in businesses everywhere.

Unfortunately, many people don’t get help for mental health problems. Most people won’t even tell their immediate boss that there’s a problem. Up to fifty percent of people will not disclose at work. And, even more concerning, two-thirds of people who have a mental disorder won’t seek any professional treatment. Some say that the very real fear of discrimination and stigma are two gigantic obstacles that prevent people from getting help.

Mental health has long been considered an off-limits topic in the workplace. Thankfully, smart business leaders are beginning to recognise the importance of helping their employees’ stay emotionally fit. Here are three ways that top companies put mental health and well-being first.

Learn more about Workplace Mental Health Strategies…

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They Teach Employees’ How To Help Struggling Co-Workers

Most people are not trained to comfortably or effectively talk to someone about their mental health, especially in the workplace. If you don’t know what you are doing, you could make matters worse. AMP, which is a global company and also one of Australia’s largest companies, helps their employees learn how to help co-workers struggling with mental health issues. The financial giant has implemented a training program, called Mental Health Essentials, that equips team members with the skills to recognise when a co-worker is struggling and to get that person appropriate help.³ To upskill their managers and executives they’ve also run the Workplace Mental Health Masterclass for Leaders. AMP has had this Masterclass training delivered all over Australia, the UK and the USA, with great results.

They Partner With Leading Mental Health Organisations And Don’t Try To Do It All Themselves

Another way that top companies help their employees is by collaborating with trusted mental health organisation’s. PWC, AMP and The Star Group partner with several well-known mental health groups, but in particular the Workplace Mental Health Institute. By working with leaders in mental health advocacy, support, and recovery, you too can learn how to proactively support your employees’ mental health, be better prepared organisationally to manage risk and safety, and be better equipped to help colleagues.³

They Promote A Culture Of Openness And Trust

A high level of stigma exists surrounding mental health issues. This is an ongoing problem. More than 40 percent of U.K employers believe that hiring a person with mental illness represents a significant risk to the company, according to a 2010 survey among employers. Workers with mental illness are seen as unreliable and hard to get along with.

These types of beliefs in the workplace can cause employees to be reluctant to get help. Workers who call in sick because of depression or anxiety may make up other reasons for their absence. They may believe that being honest will cause their employers to pass them over for job promotions.

This culture needs to change if employers want healthier, more productive employees. One Australian company that understands the importance of fostering an open culture when it comes to mental illness is EY. Ernst & Young has collated information of other companies that are doing well in this space and they report it’s important for companies to share knowledge and information with its managers, supervisors, and employees about mental illness. The company that does well promotes an open dialogue when it comes to talking about mental illness. According to EY, openness and proactive early intervention result in decreased mental-health related claims.

As an employer, there’s a lot that you can do to support your employees’ mental health. Try some of the things that the world’s top companies are doing to support workers’ mental health. You’ll see what a difference these changes can make to your organisation and your employees’ well-being.

References:

Author: Peter Diaz

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Tag Archives: Mental Health Awareness

Why online mental health training in the workplace matters now

What good online mental health training workplace programs actually do

The business case is stronger than many organisations realise

Where online training works best, and where it needs support

How to choose online mental health training for the workplace

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Why Leaders Often Miss It

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Why It’s Worth Seeing

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If You Want to Keep Them, Start Here

Make Work Somewhere They Want to Be

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Some Workplaces Are Getting It Right

It Doesn’t Have To Be Big

The Never-Ending Search for Health and Agency at Work

Freedom of Expression and the Mental Health Connection

Employees Do Not Have a Constitutional Right to Free Speech

Methods to Empower Freedom of Expression

Show That Speaking Up is a Positive, Not a Negative

Create a Culture of Feedback in the Workplace

Look at Complaints and Grievances as Important Data

Employee Agency and Mental Health Are Closely Tied Together

What you can now copy from the TOP companies like PWC and AMP on how they boost their employees’ Mental Health while improving Corporate Culture, Engagement and Profitability

These companies recognise the importance of investing in their employees’ mental health.

They Teach Employees’ How To Help Struggling Co-Workers

They Partner With Leading Mental Health Organisations And Don’t Try To Do It All Themselves

They Promote A Culture Of Openness And Trust